IT Project Management and Scrum, part IVisma Lietuva
This document is an introduction to IT project management and the Scrum framework in particular. It discusses the complexity of software development projects due to factors like unclear requirements, rapidly changing technologies, and human communication challenges. It outlines some classic project mistakes like unrealistic schedules and lack of user input. The document then introduces Agile principles which value individuals, working software, customer collaboration and responding to change. Finally, it provides an overview of the Scrum framework which will be covered in more detail in the next part.
IT Project Management and Scrum, part IIVisma Lietuva
This document discusses Scrum project management. It compares traditional waterfall projects with Scrum projects, noting that Scrum embraces changing requirements and focuses on iterative delivery. The document then outlines Scrum roles, artifacts, meetings, and the definition of done. It also shares the author's experience initially struggling with Scrum implementation but eventually finding success after refining their process.
This document provides an agenda and slides for a training on Agile Project Management. The training covers topics such as Scrum roles and processes, scaling Agile to multiple teams, user stories and estimation techniques, and empowering teams through delegation. Managing requirements and dependencies between teams when scaling Agile is also discussed. Examples from companies like Spotify, DeLaval, and Tele2 are used to illustrate how Agile principles can be applied at different levels from teams to programs.
This document provides an introduction to project management concepts. It defines what a project is, discusses key elements of project management including stakeholders, knowledge areas, tools and techniques. It describes the roles of project, program and portfolio management. The document also outlines important skills for project managers in IT and discusses the growing project management profession.
Project Management in Agile Organizations - The Project Managers RoleKnowit_TM
1. In agile project management, traditional project manager responsibilities are distributed among roles like the ScrumMaster, Product Owner, and development team, rather than a single project manager.
2. The Product Owner is responsible for deciding what work will be done and managing the product backlog to maximize value.
3. The ScrumMaster ensures that the Scrum team adheres to Scrum processes and helps optimize interactions with outside stakeholders.
4. There are four scenarios showing different organizational structures and the project manager's potential functions in relation to the Scrum team, Product Owner, and stakeholders.
Introduction to Project Management with ScrumPierre E. NEIS
It's a small presentation to give the basic principles of scrum.
The presentation mode is made interactively with the audience.
The progression of the slides are scaled on progessive learning and fixing process: starting from theory to practice.
It's not enough to start a Scrum Project and do not replace a mature scrum training delivered by a senior Scrum Trainer.
The document discusses software project evaluation and size and cost estimation. It provides an overview of different levels of estimation and introduces project evaluation, which assesses whether a project is worthwhile and fits an organization's strategy. Size estimation techniques discussed include function point analysis, which estimates lines of code, and object point analysis, which is for 4GL development projects. Cost estimation involves cost-benefit analysis, cash flow forecasting, and techniques like net present value and internal rate of return. Accurate estimation is challenging but important for project budgeting and management.
IT Project Management and Scrum, part IVisma Lietuva
This document is an introduction to IT project management and the Scrum framework in particular. It discusses the complexity of software development projects due to factors like unclear requirements, rapidly changing technologies, and human communication challenges. It outlines some classic project mistakes like unrealistic schedules and lack of user input. The document then introduces Agile principles which value individuals, working software, customer collaboration and responding to change. Finally, it provides an overview of the Scrum framework which will be covered in more detail in the next part.
IT Project Management and Scrum, part IIVisma Lietuva
This document discusses Scrum project management. It compares traditional waterfall projects with Scrum projects, noting that Scrum embraces changing requirements and focuses on iterative delivery. The document then outlines Scrum roles, artifacts, meetings, and the definition of done. It also shares the author's experience initially struggling with Scrum implementation but eventually finding success after refining their process.
This document provides an agenda and slides for a training on Agile Project Management. The training covers topics such as Scrum roles and processes, scaling Agile to multiple teams, user stories and estimation techniques, and empowering teams through delegation. Managing requirements and dependencies between teams when scaling Agile is also discussed. Examples from companies like Spotify, DeLaval, and Tele2 are used to illustrate how Agile principles can be applied at different levels from teams to programs.
This document provides an introduction to project management concepts. It defines what a project is, discusses key elements of project management including stakeholders, knowledge areas, tools and techniques. It describes the roles of project, program and portfolio management. The document also outlines important skills for project managers in IT and discusses the growing project management profession.
Project Management in Agile Organizations - The Project Managers RoleKnowit_TM
1. In agile project management, traditional project manager responsibilities are distributed among roles like the ScrumMaster, Product Owner, and development team, rather than a single project manager.
2. The Product Owner is responsible for deciding what work will be done and managing the product backlog to maximize value.
3. The ScrumMaster ensures that the Scrum team adheres to Scrum processes and helps optimize interactions with outside stakeholders.
4. There are four scenarios showing different organizational structures and the project manager's potential functions in relation to the Scrum team, Product Owner, and stakeholders.
Introduction to Project Management with ScrumPierre E. NEIS
It's a small presentation to give the basic principles of scrum.
The presentation mode is made interactively with the audience.
The progression of the slides are scaled on progessive learning and fixing process: starting from theory to practice.
It's not enough to start a Scrum Project and do not replace a mature scrum training delivered by a senior Scrum Trainer.
The document discusses software project evaluation and size and cost estimation. It provides an overview of different levels of estimation and introduces project evaluation, which assesses whether a project is worthwhile and fits an organization's strategy. Size estimation techniques discussed include function point analysis, which estimates lines of code, and object point analysis, which is for 4GL development projects. Cost estimation involves cost-benefit analysis, cash flow forecasting, and techniques like net present value and internal rate of return. Accurate estimation is challenging but important for project budgeting and management.
A Portfolio of Opportunities, Johan Oskarsson - KnowitKnowit_TM
The document discusses project portfolio management and governance. It argues that organizations currently lack synchronization across project decision points and releases. It proposes using Agile release trains to better synchronize projects through fixed cadences. This would help address problems of non-synchronized project decision points and releases. The document also discusses designing value streams and business models to better organize work and deliver value through cross-functional business teams that own end-to-end value flows.
Fredrik Wiiks presentation om sin roll som programledare hos kunden i ett utvecklings/leveransprojekt där agil arbetsmetodik framgångsrikt kombineras med fasta leveranspunkter och PROPS som projektstyrmodell. Kunden är ett av våra största företag och leverantören har utveckling både i Sverige och Vietnam. Fredrik kommer belysa ett antal kritiska framgångsfaktorer och beskriva hur man lagt upp arbetet för att optimera mot de leveransmål som satts upp och skapa en förutsägbarhet gentemot projektets intressenter. Fredrik är managementkonsult på Knowit Management och specialiserad mot skalad agil utveckling och innovation
Agila projekt skapar en ny logik i relationen mellan kund och leverantör och vi ser tyvärr ofta man har svårt att klara sina nya roller/ansvar. På detta seminarium delar vi med oss av våra erfarenheter, och tipsar om hur man kan undvika att misslyckas i agilt samarbete mellan kund och leverantör.
Hur ska man från kund och leverantör styra ett agilt projekt?
Hur ”konfigurerar” man projektet beroende på om det är fastpris eller löpande räkning?
This document outlines an agenda for demonstrating how to make project, program, and portfolio management more agile using the Unified Vision Framework. It includes goals of showing how to cascade vision and strategy, use the VSPT model and 4D model, and implement agile governance. The document provides examples and exercises for attendees to practice these concepts, including creating epics and user stories for a project backlog, discussing a case study, and planning a portfolio "walkabout" to identify dependencies between projects. Charts are presented showing how the Unified Vision Framework has helped organizations double their project velocity without increasing team size.
2 hour seminar @ Knowit
Management Workout is the working title of a new book with actionable management advice. Practical things that people can do next Monday morning in order to grow an organization that is fit and healthy. And not only managers, but everyone who is concerned about the management of an organization. - See more at: http://www.management30.com/workouts/
This document discusses program portfolio management according to the Scaled Agile Framework (SAFe). It describes the roles and responsibilities of program portfolio management, which include setting strategy and funding investments, governance, and assisting with program execution. The key responsibilities are to steward the portfolio vision, drive product and solution strategy, and manage investments. SAFe aims to "agilean" traditional project portfolio management with practices like decentralized decision-making, continuous value delivery, lightweight planning, and self-organizing Agile Release Trains. The goal is to foster lean and agile practices for improved business results.
SAFe portfolio management @ Knowit nov 28Knowit_TM
The document discusses program portfolio management in SAFe. It describes the roles and responsibilities of the program portfolio management team, which includes senior executives and managers. Their responsibilities include setting the portfolio vision and strategy, allocating funding to investment themes, and governing program execution. The portfolio management team aims to transform traditional portfolio management approaches to more "agilean" approaches through practices like decentralized decision-making, continuous value delivery, light-weight business cases, and self-organizing Agile Release Trains.
This document discusses project management in agile organizations. It begins with an agenda for two days of training on managing projects and teams in an agile way. The document then covers how agile project management places a higher emphasis on leadership skills than traditional project management. It also discusses defining requirements in an agile manner by focusing on features and goals rather than traditional specifications. Finally, it proposes combining stage-gate and agile approaches by using multiple deliveries to reduce uncertainty and adapt to changing needs.
Project Management in Agile Organizations - Stage Gate and AgileKnowit_TM
This document discusses several approaches for scaling agile frameworks to manage multiple teams and projects. It describes the Spotify model which uses small cross-functional teams called Squads to develop features. It also outlines the Scaled Agile Framework which coordinates work at the portfolio, program, and team levels. Additionally, it examines how a company structured their program and project management to continuously deliver multiple interdependent projects through decoupling releases and streamlining development.
Project Management in Agile Organizations - Stage Gate and AgileKnowit_TM
The document discusses how stage gate processes and agile methods can be combined for project management. It describes the traditional stage gate model and compares it to agile software development principles. It then proposes a hybrid model that uses gates for risk assessment and architectural planning early on, with sprints and continuous delivery between gates for detailed development and feedback. This allows reducing uncertainty over time while still providing early deliverables to customers.
Project Management in Agile Organizations - Agile RequirementsKnowit_TM
This document discusses agile requirements processes and hierarchies. It describes how agile requirements are typically organized from high-level themes and epics down to user stories and tasks. User stories are presented as the primary way of capturing requirements in an agile process. They should describe functionality in terms of user needs and value rather than technical specifications. Non-functional requirements and constraints can also be captured as cards or stories. Hierarchies from different sources like Mike Cohn and Dean Leffingwell are shown and explained.
1. The document discusses theories around team performance and dynamics, focusing on the concept of "attractors" that can influence a team's behaviors and effectiveness.
2. It describes research showing that teams with a higher ratio of positive to negative communication and an emphasis on inquiry over advocacy tend to perform best.
3. The presentation provides various techniques and practices that teams and managers can use to monitor dynamics, provide feedback, celebrate successes, and foster positive interactions in order to optimize performance.
A Portfolio of Opportunities, Johan Oskarsson - KnowitKnowit_TM
The document discusses project portfolio management and governance. It argues that organizations currently lack synchronization across project decision points and releases. It proposes using Agile release trains to better synchronize projects through fixed cadences. This would help address problems of non-synchronized project decision points and releases. The document also discusses designing value streams and business models to better organize work and deliver value through cross-functional business teams that own end-to-end value flows.
Fredrik Wiiks presentation om sin roll som programledare hos kunden i ett utvecklings/leveransprojekt där agil arbetsmetodik framgångsrikt kombineras med fasta leveranspunkter och PROPS som projektstyrmodell. Kunden är ett av våra största företag och leverantören har utveckling både i Sverige och Vietnam. Fredrik kommer belysa ett antal kritiska framgångsfaktorer och beskriva hur man lagt upp arbetet för att optimera mot de leveransmål som satts upp och skapa en förutsägbarhet gentemot projektets intressenter. Fredrik är managementkonsult på Knowit Management och specialiserad mot skalad agil utveckling och innovation
Agila projekt skapar en ny logik i relationen mellan kund och leverantör och vi ser tyvärr ofta man har svårt att klara sina nya roller/ansvar. På detta seminarium delar vi med oss av våra erfarenheter, och tipsar om hur man kan undvika att misslyckas i agilt samarbete mellan kund och leverantör.
Hur ska man från kund och leverantör styra ett agilt projekt?
Hur ”konfigurerar” man projektet beroende på om det är fastpris eller löpande räkning?
This document outlines an agenda for demonstrating how to make project, program, and portfolio management more agile using the Unified Vision Framework. It includes goals of showing how to cascade vision and strategy, use the VSPT model and 4D model, and implement agile governance. The document provides examples and exercises for attendees to practice these concepts, including creating epics and user stories for a project backlog, discussing a case study, and planning a portfolio "walkabout" to identify dependencies between projects. Charts are presented showing how the Unified Vision Framework has helped organizations double their project velocity without increasing team size.
2 hour seminar @ Knowit
Management Workout is the working title of a new book with actionable management advice. Practical things that people can do next Monday morning in order to grow an organization that is fit and healthy. And not only managers, but everyone who is concerned about the management of an organization. - See more at: http://www.management30.com/workouts/
This document discusses program portfolio management according to the Scaled Agile Framework (SAFe). It describes the roles and responsibilities of program portfolio management, which include setting strategy and funding investments, governance, and assisting with program execution. The key responsibilities are to steward the portfolio vision, drive product and solution strategy, and manage investments. SAFe aims to "agilean" traditional project portfolio management with practices like decentralized decision-making, continuous value delivery, lightweight planning, and self-organizing Agile Release Trains. The goal is to foster lean and agile practices for improved business results.
SAFe portfolio management @ Knowit nov 28Knowit_TM
The document discusses program portfolio management in SAFe. It describes the roles and responsibilities of the program portfolio management team, which includes senior executives and managers. Their responsibilities include setting the portfolio vision and strategy, allocating funding to investment themes, and governing program execution. The portfolio management team aims to transform traditional portfolio management approaches to more "agilean" approaches through practices like decentralized decision-making, continuous value delivery, light-weight business cases, and self-organizing Agile Release Trains.
This document discusses project management in agile organizations. It begins with an agenda for two days of training on managing projects and teams in an agile way. The document then covers how agile project management places a higher emphasis on leadership skills than traditional project management. It also discusses defining requirements in an agile manner by focusing on features and goals rather than traditional specifications. Finally, it proposes combining stage-gate and agile approaches by using multiple deliveries to reduce uncertainty and adapt to changing needs.
Project Management in Agile Organizations - Stage Gate and AgileKnowit_TM
This document discusses several approaches for scaling agile frameworks to manage multiple teams and projects. It describes the Spotify model which uses small cross-functional teams called Squads to develop features. It also outlines the Scaled Agile Framework which coordinates work at the portfolio, program, and team levels. Additionally, it examines how a company structured their program and project management to continuously deliver multiple interdependent projects through decoupling releases and streamlining development.
Project Management in Agile Organizations - Stage Gate and AgileKnowit_TM
The document discusses how stage gate processes and agile methods can be combined for project management. It describes the traditional stage gate model and compares it to agile software development principles. It then proposes a hybrid model that uses gates for risk assessment and architectural planning early on, with sprints and continuous delivery between gates for detailed development and feedback. This allows reducing uncertainty over time while still providing early deliverables to customers.
Project Management in Agile Organizations - Agile RequirementsKnowit_TM
This document discusses agile requirements processes and hierarchies. It describes how agile requirements are typically organized from high-level themes and epics down to user stories and tasks. User stories are presented as the primary way of capturing requirements in an agile process. They should describe functionality in terms of user needs and value rather than technical specifications. Non-functional requirements and constraints can also be captured as cards or stories. Hierarchies from different sources like Mike Cohn and Dean Leffingwell are shown and explained.
1. The document discusses theories around team performance and dynamics, focusing on the concept of "attractors" that can influence a team's behaviors and effectiveness.
2. It describes research showing that teams with a higher ratio of positive to negative communication and an emphasis on inquiry over advocacy tend to perform best.
3. The presentation provides various techniques and practices that teams and managers can use to monitor dynamics, provide feedback, celebrate successes, and foster positive interactions in order to optimize performance.